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This study investigates opportunistic behaviour in Public–Private Partnerships (PPPs) within South Africa’s Department of Correctional Services, with a focus on its implications for governance and project performance. While PPPs are used to support infrastructure delivery in the correctional sector, concerns persist regarding the conduct of partnering actors and the effectiveness of oversight mechanisms. A qualitative research design was employed, using semi-structured interviews with officials involved in PPP management. The data were analysed thematically to identify key patterns and institutional challenges. The findings indicate that opportunistic behaviour is driven by information asymmetry, weak transparency practices, and unequal power relations between partners. In addition, gaps in monitoring and accountability systems enable contractual non-compliance and reduce project efficiency. These factors collectively weaken governance and undermine the long-term sustainability of PPP arrangements. The study contributes to the limited empirical literature on PPP governance in correctional services and recommends strengthening institutional oversight, improving transparency, and addressing power imbalances to enhance partnership performance

Infrastructure development remains a core mandate of local government in South Africa; however, many municipalities continue to experience persistent infrastructure backlogs due to financial constraints, limited technical capacity, and governance challenges. In response to these challenges, public–private partnerships (PPPs) have increasingly been adopted as an alternative approach to infrastructure development, enabling collaboration between the public and private sectors through the sharing of resources, expertise, and risk. Despite their growing application, the effectiveness of PPPs at the local government level remains inconsistent, particularly within smaller and resource-constrained municipalities.